9.00 Welcome from the Chair

9.10 Keynote Presentation

Creating a culture for business success: How Mothercare and others bucked the falling engagement trend in troubled times

Challenging times call for leaders, managers and the entire organisation to dig deeper, focus on adding value to customers, and communicate with more purpose and clarity than ever before. These are the traits that have enabled organisations to ride the stormy waters of an uncertain economic climate. Mothercare, one of Britain's most respected organisations, is a great example of a company that has not only weathered turbulent times, but actually managed to improve levels of engagement within its workforce. Keynote speaker Wayne Clarke will provide an exclusive account of how it was done and share other valuable lessons from organisations with highly engaged employees.

This session will:

• Explore recent findings from the largest employee engagement survey in the UK, highlighting the primary engagement drivers for 275,000 employees
• Bring alive the traits and remedies of world-class manager engagement
• Provide a point of view on what large and complex organisations can focus on to improve their engagement efforts

Wayne Clarke, Managing Partner, Best Companies Partnership
The Sunday Time Best Companies to Work For

Rob Jones, Head of Learning and Development, Mothercare

10.10 From monologue to dialogue: Building two-way communication at Dow Corning

While the cascading model is generally accepted as out-of-date, many organisations are still struggling to create a successful replacement for it. The communication team at Dow Corning approached this challenge in a rigorous manner and, as a result, developed a thriving communication model where dialogue is replacing monologue. Learn how Dow Corning, named "Best Company to Work for in Europe" in 2009, is changing the way employees interact and participate in achieving the company's strategic objectives.

Learn about:

• A formal process to identify communication problems, their cause and solutions
• Practical tools to improve management communication that are proven to work

Sylvia Hollander, European Communications Manager, Dow-Corning

11.00 Morning Coffee

11.15 Interactive Session

Creating accountability for front-line managers as a key influence on engagement

The global technology and engineering firm, GKN, believes that the best way to build engagement with employees is to solicit their input, listen to their feedback and create local actions on a regular basis. With 35,000 employees around the globe (70% don't have computer access) it's a serious undertaking. During this session, learn GKN's process for soliciting plant employees' input to create action plans, including:

• How a rigorous measurement activity can develop into an engagement activity itself
• How front-line managers become accountable when the issues that matter most to their people are appraised on a regular basis
• During this interactive session, you'll experience GKN's process for measuring engagement, while creating conversation, transparency and trust between managers and employees

Simon Hardarker, Director, Group Employee Communications, GKN plc

12.30 Unleashing the power of involvement to accelerate change

Despite the pressure to revert to low cost channels and new technologies, face-to-face communication proves again and again to be the most effective way to rebuild loyalty, trust and commitment. With employees wanting clear leadership like never before, true involvement emerges frequently as the most powerful weapon in the engagement arsenal. Learn how to make the most of your face-to-face communication by examining how to create a clear roadmap for the future, engage employees in authentic dialogue and help them to take ownership for the change process. This session uses a recent case study to give you the opportunity to understand and experience involvement techniques for yourself, which can then be taken back and used in your own business.

Jeremy Starling, Managing Director, INVOLVE

1.15 Lunch

2.15 Bringing Santander's internal brand to life post-merger

Few companies experience the scale of the acquisition by Santander of three UK high street banks: Abbey, Alliance & Leicester, and Bradford & Bingley. The acquisition - and ultimately the renaming - was a tremendous change for employees, many unfamiliar with the Santander culture and strategy. The communication team created a detailed plan to ensure alignment of internal and external messages, and consistent messaging about the strategy. Learn about the powerful rebranding efforts, such as "Together. We are Santander" and details on:

• Engaging managers across the company
• Aligning internal and external messages about the brand
• Making sure every employee believes in and acts on the new brand
• Measuring the effectiveness of the communication strategy

Anthony Frost, Head of Corporate Communication, Santander UK

3.05 Afternoon Coffee

3.20 How corporate responsibility drives engagement at Coca-Cola Enterprises

The internal communication team at Coca-Cola Enterprises (CCE) is working closely with leaders to reach a long-term goal of world-class engagement scores across the business. Clear, consistent and creative messaging around corporate responsibility commitments have engaged the hearts and minds of CCE employees and have directly influenced employee engagement levels. During this session, learn how communication can:

• Embed corporate responsibility into the business
• Improve employees' perception of the organisation by demonstrating the business imperative of corporate responsibility
• Move employees to action and sustain their enthusiasm

Neil Jenkins, European Communications Manager, Coca-Cola Enterprises

4.10 Strengthening Motorola's employee community through social media - on a budget

Social media is still perceived by some as frivolous. Or perhaps something only large companies with big budgets can afford to experiment with. At Motorola, social media is being used to create new connections across the company, allowing opportunities for employee innovation, and solving problems more efficiently. During this session, learn how Motorola is strengthening their employee community through technology, such as microblogging, and responding to their employees' preferences for information. Discover:

• How social media can be implemented on a limited budget, in a company big or small
• How to obtain measures of the impact on the organisation
• How social media can save money for the company and deliver substantial benefits for employees

Michael Ambjorn, Leader, Global Digital Communications, Motorola

5.00 Closing remarks from the Chair